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Innovative Healthcare Administrator

A successful, innovative healthcare administrator with 20 years’ outstanding results in designing and implementing solutions to complex problems, improving patient care, enhancing customer satisfaction, increasing profitability, reducing costs, and improving market share. Highlights include the creation of an end-stage renal disease management program for the nation’s largest HMO and the initiation of a cancer institute for a world renowned hospital.

Expertise includes outstanding skills in business/program development, health plans, physician and customer relations, patient care management, and decision support systems. A motivational leader who excels at consensus building and change management.


Cedars-Sinai, Los Angeles, California                                                                 1998-2010

Director, Business Development, Samuel Oschin Cancer Center

Managed business development, strategic planning, marketing, physician and patient satisfaction, donations, and public relations for outpatient operations of the Cedars-Sinai Cancer Institute. The center is a 78,000-square-foot facility that is open 24/7 and annually serves 9,000 patients with 100,000 visits.

Business Development/Strategic Planning

  • Conceived and presented a plan for the unification of cancer services throughout the health system. Successfully petitioned to make the Cancer Institute a strategic priority.  

  • As cancer services expanded, the hospital realized a 44% increase in program growth over ten years, making the Cedars-Sinai cancer population the largest in Southern California and the second largest in the state.

  • During a ten-year period, the cancer center maintained an annual program growth of 5% and improved the payer mix to 48% PPO. Consistently established new records for the “most profitable year ever.” In 2008, $34 million in net income was generated on $354 million in charges.

  • Spearheaded evidence-based healing design into a $24 million, seven-year cancer center construction plan, which received numerous architectural awards and is referred to by the CEO as the “gem” of Cedars-Sinai. Projects included: a Gamma Knife Center, a Phase 1 Research Unit, exam and waiting rooms, an Information/Check-in Center, and a spectacular 13-bay Infusion Center.

  • Supervised the on-boarding of new physicians.

  • From 2003 to 2007, was recognized by The Advisory Board Company (a national think tank) as a leader in cancer care delivery, marketing and planning. Acknowledged for developing “best practices” in the creation of an ideal cancer center, healing design research, patient-centric care, patient satisfaction and innovative marketing.

  • Designed an integrated clinical and fiscal oncology decision support system to provide meaningful metrics for research, marketing, planning and patient care. The Oncology Advisory Board subsequently incorporated these metrics into its analytic templates.

  • Instituted and directed a monthly 50-member Patient and Family Advisory Council for new ideas in improving and expanding the Center. Accomplishments included collaborating with the Cancer Institute on future program development, partnering with the Administration to identify impediments to patient flow, working with Facilities Management on expansion designs, and partnering with Supportive Care Services and Cancer Rehabilitation to offer new classes and community events.

  • Managed patient and physician satisfaction surveys. Developed a performance improvement internal consultant position to focus on LEAN processes.

  • Provided statistical and historical information for proposal writing.

  • Managed the department’s budget of $703,000.

  • Mentored and directed a year-long internship for 18 UCLA Master of Public Health students. Presented lectures on how to apply for internship programs.

Marketing & Public Relations

  • Led the development of an international cancer referral program. Initiated and implemented guidelines to triage cancer phone and web referrals throughout the health system. The referral program contributed to annual outpatient revenues of $8 million.

  • Produced marketing materials for the cancer center and physicians, and managed its website.


  • Partnered with Cedars-Sinai’s Community Relations Department on cancer-related Board of Governors’ event planning and associated VIP relations.

  • During a ten-year period, oversaw the disbursement of $250,000 in donations.

University of Maryland Medical System, Baltimore, Maryland                              1996-1997

Consultant, Managed Care, Greenebaum Cancer Center

Completed an 18-month consulting engagement that enhanced patient volume. Project scope included contracting, strategic planning, product-line marketing, disease management, utilization initiatives and decision support development.

  • Created an outcomes-based, oncology disease management program to attract managed care business. Contacted 11 payers; all commenced contract negotiations. Instituted capitated and case rates billing methodologies. The University subsequently adopted this marketing approach throughout its system.

  • Within one year, doubled bone marrow transplant volume. Produced 14 managed care transplant Request for Proposals (RFPs), all of which were accepted. Designated by Blue Cross, Blue Shield and CIGNA as having authored their annual “national benchmark” transplant RFP.

  • Mentored three Johns Hopkins Master Health Science students during their internship year.

Kaiser Permanente of Southern California, Pasadena, California                         1991-1995

Director, Regional Referral Utilization

In the nation’s largest HMO, with responsibility for two million lives, designed regional business plans for outsourced high-cost and high-technology diagnoses. Projects encompassed business development, strategic planning, organizational re-design, budgeting, decision support systems, outcomes measurements and utilization/quality initiatives.

  • Planned and implemented the nation’s largest End Stage Renal Disease (ESRD) program.  Honored by HCFA to lead a multi-center “at risk” ESRD capitation pilot project. During the first year, cut expenses by 25% ($6 million). Maintained a fixed budget during the subsequent three years when national per patient ESRD costs increased by 54% and Kaiser’s ESRD population doubled.

  • Developed and implemented transplant business plans, which optimized outcomes and reduced costs.

  • Initiated a nationwide proposal for Kaiser Permanente’s National Transplant Center of Excellence program, which was subsequently implemented.

CIGNA Healthplans of Southern California, Glendale, California                           1990-1991

Manager, Corporate Utilization

Directed the departments of inpatient utilization, outpatient utilization, medical case management and central telephone triage for a staff-model HMO with 400,000 members, 29 healthcare centers and 500 physicians. Projects included strategic planning, organizational redesign and decision support system development. Supervised a full-time staff of 80 nurses and administrative staff.

  • Oversaw and managed the creation of CIGNA’s initial National Transplant Center of Excellence RFP.

  • Created a new technology assessment committee that researched and recommended service agreement amendments.

  • Implemented nationally approved, medically appropriate guidelines that reduced inpatient length of stay.

Orthopedic Hospital, Los Angeles, California                                                       1986-1990

Director, Professional Activities – Quality Assurance, Utilization Management, Risk Management, Social Work, Safety, Discharge Planning, Infection Control Departments (1987-1990)

Managed seven departments with a staff of 20 nurses and social workers for an acute-care specialty hospital with 200 beds. Established a harmonious and collaborative environment among all departments.

  • Recruited to turn around The Joint Commission (TJC) contingencies from a recent accreditation. Developed and implemented new processes that resulted in resolution of previous contingencies and three commendations during the following survey.

  • Developed a case management program.

Supervisor, Pediatrics and Ambulatory Surgery Departments (1986-1987)

Rebuilt two key departments.


Childrens Hospital of Los Angeles, Los Angeles, California                                   1983-1985

Clinical Nurse Specialist, Pediatric Oncology (1984-1985)
Clinical Nurse Specialist, Cardiology (1983-1984)

City of Hope, Duarte, California                                                                                           1981-1983

Clinical Nurse Specialist, Pediatric Oncology

Cedars-Sinai Medical Center, Los Angeles, California                                           1979-1981

Staff Nurse, ICU (part time)

UCLA Medical Center, Los Angeles, California                                                      1978-1981

Staff Nurse, Pediatric and Adult Bone Marrow Transplant Units (part time) (1978-1979)
Research Nurse, Jonsson Comprehensive Cancer Center (part time) (1979-1981)

Children’s Memorial Hospital, Chicago, Illinois                                                    1976-1978

Staff Nurse, ICU and Oncology


University of California, Los Angeles, Los Angeles, California

Master of Nursing (Pediatric & Adult Oncology Clinical Nurse Specialist), 1981

St. Xavier College, Chicago, Illinois

Bachelor of Science in Nursing, 1976


Registered Nurse, State of California (current)


The Advisory Board Company
American College of Healthcare Executives
Women in Health Administration
Center for Healthcare Design


  • Recognized for the healing design on the Innovations Exchange of the U.S. Dept. of Health and Human Services Agency’s website for Healthcare Research and Quality,

  • Fouts, M., Gabay, D. Healing Through Evidence-Based Design. Oncology Issues, May/June 2008, pg. 28-32

  • Recipient of CIGNA’s highest nationwide management award

  • Research awards: American Cancer Society, City of Hope, UCLA Nursing Alumnae

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